Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances - Tapa dura

Reseña del editor

Once business markets stabilize there will be a huge wave of mergers and acquisitions, and businesses will have to be prepared. In this book, the authors (merger and acquisitions experts) have completely revised their groundbreaking work, Joining Forces. They provide a successful M&A framework to help organizations, managers, and employees navigate a merger or acquisition in today's rapidly changing, global climate. This new edition covers all aspects of mergers and acquisitions, addressing the new strategic, human, organizational, and cultural challenges and showing how to develop an ongoing merger mindset.

Nota de la solapa

This thoroughly revised and updated edition of Joining Forces offers a proven framework designed to help organizations, managers, and employees confidently navigate a merger or acquisition in today's rapidly changing global climate.

In addition to the standard M&A scenarios like industry consolidations, big companies absorbing small firms, and United States, European, or cross-Atlantic combinations, this revised volume addresses the strategic, human, organizational, and cultural challenges brought on by new types of mergers and acquisitions. It shows how forward-thinking firms like Cisco and Google use alliances and partial ownership as a research and development strategy and take a phased approach to mergers and acquisitions; how companies like Proctor & Gamble, Hewlett Packard, and Unilever do deals to expand their customer base and talent pools; and how Chinese and Indian firms, like Lenovo and Tata, are globalizing by acquiring U.S. and European assets.

M&A experts Mitchell Lee Marks and Philip H. Mirvis share their tested techniques for managing a single combination (how to select a partner, set integration goals, put the companies together, manage cultural clash, and bring people along), and also tools for developing ongoing M&A capability within an organization. This capacity—to conceive, organize, and implement multiple combinations—is a new source of competitive advantage for companies.

This proven resource will help seasoned M&A managers accelerate the process of putting companies together as well as show how to build longer-term resilience in a merged workforce.

With hands-on experience in more than 100 deals over the past 30 years—including some of the most prominent and complex combinations—the authors' observations and practical advice provide executives, managers, and employees with what they need to join forces—successfully.